Public Administrator Practice as Recognition: A Philosophical Case for Public Sector Cultural Competence

Abstract

Cultural competency seeks to promote more constructive and equitable interactions in an increasingly diverse public sector workforce and constituency. However, it continues to meet great resistance, primarily due to adverse long-held beliefs, traditions, and practices. This analysis explores a unique nexus between public administration and philosophy, through an examination of self-formation axes from Honneth’s theory of recognition and attributes of culturally competent public administrators. The results contribute to the development of self-awareness by explaining the intersubjective relations that contribute to individuals’ identity formation and attainment of self-autonomous moral agency. In addition, this research calls for a paradigm-shifting culturally competent ethos throughout the public sector.

Additional information

Notes on contributors

Aaron C. Rollins

Aaron C. Rollins is an advocate, scholar, and a catalyst for positive social change. He is an assistant professor of Urban and Public Affairs at the University of Louisville. His work and research focus on issues pertaining to cultural competency, performance management, public administration, social equity, organizational effectiveness, education policy, and the politics of race with a concentration on disadvantaged and marginalized citizens.

Wes Grooms

Wes Grooms is a public affairs scholar with primary research interests centered on the nexus of politics, urban planning, and public administration. His current research agenda is focused on evaluating accredited public administration and planning degree programs both for their adherence to performance measurement and management principles and the use of those principles for delivering more just and equitable outcomes in professional public sector practice.